How to Successfully Implement a Strategy

The need for strategy is linked to the existence of competition and the need for organizations to be better than their competitors (Shimizu, Carvahlo, & Laurindo, 2006).  The development of strategies provides organizations with a long-term road map of where they are going (Varkey & Bennet, 2010).  Strategies can help an organization align their mission and values.  Additionally, strategy planning identifies areas of weakness in an organization that need improvement. 

The process of creating a strategic plan can be a powerful team building experience and can create the necessary buy-in for future change (Varkey & Bennet, 2010).  However, implementing a strategy can be tricky.  In order to be successful during the implementation phase, one needs to work collectively with his or her team to ensure everyone is on the same page.  

According to Garvin (2013), planning and executing frequently overlap, but the final stage of implementation holds significant importance “because it allows managers to zero in on the barriers to aligned, effective action and devise ways to overcome them” (p. 39).  The implementation phase of the strategy breaks down when management fails to communicate the plan in its entirety to their staff, in addition to conducting regular follow ups with the team to ensure there are not any identified problems that have come to light. 

So how does a company effectively implement their strategy?  Garvin (2013) believes effective implementation begins with delivering what is promised on time, on budget, and with quality.  In addition, there are four essential truths about implementation to consider; success must be measured against established goals or objectives, successful delivery of what is promised must include what, when and how, there must be consistency, and eliminate popular excuses. 

Implementation requires carefully crafted action.  Managers need to speak clearly and concisely to their team to make sure everyone understands the plan.  Additionally, if there is no buy-in or commitment, the plan will not be successful.  Therefore, companies would be wise to engage their employees and encourage involvement with the development phase of the plan.  Employee satisfaction is key to the success of a strategy and their input should be valued.  Garvin (2013) suggests creating a program that requires front-line employees to develop scorecard measures based on their relationship performance. 

Do your employees have the necessary competence or skill set?  Make sure your employees are well trained and have a solid foundation of knowledge.  Training should be on going as processes change.  We are all life long learners and the journey never ends! 

Are the organization’s goals aligned?  Implementation can breakdown when key players are not measuring themselves based off of the same scorecard (Garvin, 2013).  This barrier is common across an organization due to different departments identifying areas to focus on or visions not aligning from the beginning.  It is the job of the executive leadership team to communicate expectations across the organization.  In order for these expectations to trickle down to everyone, managers of each department or division must also be on board with the leadership team’s vision and fully understand it themselves. 

There is much to consider when determining if an organization is fully equipped to effectively implement a strategy.  Make sure to identify areas of concern early on and take the necessary steps to find a solution.  Remember, in order to be successful, make sure the management team is fully prepared to implement a strategy by being educated, informed, and aligned.  Then, create programs that fully engage the rest of the employees to create organizational wide commitment to the future successes of the company.

Garvin, D. A. (2013, Summer). Where implementation breaks down. Conference Board Review, 50(3), 38-45. Retrieved from Business Source Complete database.

Shimizu, T., Carvahlo, M., & Laurindo, F. (2006). Strategic alignment process and decision support system: Theory and case studies [EBSCO eBook]. Hershey, PA: IRM Press.

Varkey, P., & Bennet, K. E. (2010). Practical Techniques for Strategic Planning in Health Care Organizations. Physician Executive, 36(2), 46-48. Retrieved from Business Source Complete database.